new utility business models - harvard university mckinsey & company hepg session, december 12,...
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Principal, McKinsey & Company
HEPG session, December 12, 2013
CONFIDENTIAL AND PROPRIETARYAny use of this material without specific permission of McKinsey & Company is strictly prohibited
Humayun Tai
New utility business models
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McKinsey & Company | 1
Are these headlines alarmist or “in-the-money”?MCKINSEY PROPRIETARY
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McKinsey & Company | 2
Views on change
When you see a
disruptive technology
come into your space,
if you don’t embrace
it… the people who try
and cling to the past
get rolled over
David Crane,
CEO NRG
Disruptive challenges …
are not currently being
discussed by the
investment community
and factored into the
valuation
Edison Electric Institute
MCKINSEY PROPRIETARY
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McKinsey & Company | 3
Drivers + Trends = Fundamental questions
Centralized renewables
▪ Retail deregulation
▪ ROE downward trend
▪ Increasing system costs
▪ Big Data
Distributed generation
Energy efficiency
Unconventional gas and oil
Customer interest
▪ How concerned should utilities be?
▪ What should they do about it?
TrendsDrivers
+
MCKINSEY PROPRIETARY
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McKinsey & Company | 4
Where do utilities stand on these?
Growing consensus “yes” threat to 4-6% EPS growth but expected timing differs
Huge variation spanning “disaster” to source of “renergizingthe utility”
▪ What is the threat to the business model?
▪ How real, impactful, and immediate is it?
How concerned should utilities be?
▪ Is there a viable defensive play (preserve loss)?
▪ Is there an offensive opportunity (generate growth)?
What should utilities do?
Glass is half empty…or half
full?
MCKINSEY PROPRIETARY
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McKinsey & Company | 5
In Europe, value is moving to renewables and downstream
SOURCE: Industry vision McKinsey team analysis
European industry EBIT, EUR billions
1 Includes power sales and new downstream (distributed generation and storage, EV infrastructure, new downstream products and services, power flow optimization)
2 Includes smart grids
Centralized renewables
Down-stream
1428
14
Centralizedrenewables
Merchantgeneration
T&D2
Down-stream1
2020E
144
55
30
31
17
Growth in traditional T&D
6
Decline in merchant generation
16
2011
123
71
13
25
MCKINSEY PROPRIETARY
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McKinsey & Company | 6
EBITDAtoday($ Billion)
Project CAGR 5 year (%)
SOURCE: FERC, EIA Energy Velocity, EEI, McKinsey analysis
In the US, macro trends will also re-shuffle value pools along the value chain
5%2% 1% 8% 14%
GenerationWholesale/ trading
Regulated utilities/ T&D ServicesRetail
New downstream
MCKINSEY PROPRIETARY
153
18
105
So far utilities have had to adapt – not transform – but future is going require transformation
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McKinsey & Company | 7
What does this future state imply?
Advanced
▪ Relocation of generation from HV to LV
▪ Customers become part of supply curve (demand variability)
▪ Grid management complexity increases—data needs, physics, unpredictability (T and D lines blur)
▪ Grid is increasingly a back-up machine (storage will accelerate this)
▪ Lumpy to modular shape of investments
▪ Proliferation of new products/ services (new value pools DG, EE, DR, MicroEMS, retail, EV, etc)
MCKINSEY PROPRIETARY
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McKinsey & Company | 8
Data/ OT/IT
Virtual managersDemand management
Retailers
New grid technology
BEMS
DG players
SOURCE: McKinsey Electric Power Practice
Guess who’s coming to eat dinner…..
Integrators
MCKINSEY PROPRIETARY
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McKinsey & Company | 9
Current business model roles/capabilities
SOURCE: McKinsey Energy Practice
MCKINSEY PROPRIETARY
SecuritySecurity
DistributionCustomer Transmission
Customer experience and back office
System investment and planning
Field operations
System investment and planning
Field operations
System operationsSystem operations
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McKinsey & Company | 10
Emerging business model roles/capabilities
SOURCE: McKinsey Energy Practice
MCKINSEY PROPRIETARY
DistributionCustomer Transmission
Customer experience and back office
System investment and planning
Field operations
System investment and planning
Field operations
System operationsSystem operations
Utility interface
On premises products and services
Multi-premise management
Advanced security
Intermittency planning and balancing
Advanced security
Coordinated balancing
3rd party owns
Outsourced
“Vendor heavy”
OT/IT